Global Competitive Intelligence Insights Project

Global Competitive Intelligence Insights ProjectPharmaceutical industry competitive insights - business intelligence

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Competitive Intelligence Question: Pharma customer support services – what are current industry standards and competitor best practices and how are they implemented?

CI objective

Understand the key services competitors are offering patients and caregivers

Go beyond merely cataloging competitor pharma patient service offerings to understand the “real world” effect of those programs on customers. Obtain key intelligence topics and questions via feedback from key stakeholders:

  • Insights drawn from key stakeholders (e.g. patient advocacy, industry executives, healthcare policy experts and payers) in the US, European, and Brazilian markets
  • Competitive insights from pharmaceutical industry executives (commercial operations, operations, access and reimbursement, Hub services, patient service websites, etc.)
  • Payers (US and Europe) market access for competitors relative to client drug portfolio
  • Patients and caregivers – their view on competitive products across multiple therapeutic areas and geographies
  • Advocacy views and ability to fight for access across therapeutic areas and geographies
  • HCPs – physician insights into competitor best practices relative to client service offerings

Understand how competitors deliver those services – operational insights

Capture a diverse array of operational perspectives from varied stakeholders with an emphasis on obtaining competitive insights and best practices:

  • First-hand experts (pharmaceutical company executives, directors and manager from industry)
  • Support service architects and implementation vendors
  • Customers (patients and caregivers – how do operations affect their experience?)
  • Advocacy and charity patient financial support groups (impression the specialty pharmacy distribution operations make on the entire patient/caregiver community)

Global scope – competitive intelligence gathering in US, European, and OUS pharmaceutical markets

CI methodology

US and Europe: a cross-sectional approach (in-depth and “touchpoint” interactions) to gather insights from multiple stakeholders

  • Key medical and advocacy stakeholders: multiple in-depth discussions with each type of healthcare industry professional, (MDs, NPs, PAs and RNs) as well as advocates, patients  US and Europe
  • Payers:  in-depth payer key insight questions for the US and each EU5 country
  • Patients and additional data: over one thousand “touch point” brief questions and surveys

Latin America: top-line assessment of the most important market with limited key stakeholder input


Top-line: client obtained a clear picture of global industry standards and best practices

  • Multiple overarching and actionable key competitive insights (USA) providing a competitive edge in PSP design and management
  • Differentiated competitive insights for Europe and Brazil
  • Competitor operational details
  • Competitor approach to segmentation

Competitive insights detail and benefits to the client:


  • How competitors designed patient support programs – lessons learned to help limit in-house expenditure without compromising customer/patient satisfaction
  • How competitor websites segmented their patients – enrollment practices
  • Lessons learned on patient engagement – the right amount of “ask” regarding personal data

Competitor customer and key stakeholder (dis)satisfaction

  • Competitor vulnerability via weak points in competitor service or other customer/patient dissatisfaction
  • Competitor employee pain points – competitor vulnerabilities from severe and consistent employee dissatisfaction with specific policies and practices
  • Competitor best practices – areas of competitive advantage in key stakeholder relationships which merit emulation


  • Rationale around launch priorities and ROI lessons learned – what “works” for competitors
  • Interpretation of competitor product value proposition and business rationale for customer/patient promise
  • Topline customer/patient segment behavior and rationale behind competitor segment prioritization
  • Rough segment size and relative resource investment by segment

All new engagements start with a meeting.